Uncertainty Reduction Theory

People prefer options that are clear and certain

Background

When faced with a new experience, people are hesitant to jump in feet first. When that experience is also unclear with an uncertain outcome, it can cause people cognitive stress. In short, people avoid the jump entirely.

The theory originated around how people communicate. How we approach and form new relationships with people using interpersonal communication.

The same interaction can be applied to how technology and companies communicate with people. People tend to avoid options that are ambiguous or have uncertain outcomes. Preferring to stick to what they know or avoid the experience altogether. By making expectations and new experiences clearer it encourages people to choose them over other options.

The more uncertainty people feel, the more information they need to help them through the process.

Uncertainty arises in two ways:

CognitiveWhen we are unsure of the beliefs and attitudes of the new interaction

BehaviouralWhen we are unsure what is expected of our behaviour, especially when it is completely new to us. We tend to fall back on social norms in these interactions.

How Might We

How might we discover when people are most uncertain?

How might we prioritise information to match what information they will need?

How might we break down complex ideas and terminology to make sure people can understand clearly?

How might we include stories of other people’s experience to familiarise people?

How might we demonstrate similar beliefs and attitudes to create similarity?

Use with HEART

Happiness: reduce uncertainty in the process and outcome makes people feel happier about their choice. Both before their choice and afterwards.

Adoption: outline the process behind new choices makes it easier for people to try new products and experiences.